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The Importance of Independent Commissioning

Posted on by Lindsey Burbee

How Third-Party Commissioning Agents can Improve Building Construction

Over the last three decades, I worked with thousands of buildings and witnesses firsthand a critical issue in the building industry: Construction Quality. Serious building deficiencies are shockingly common.

These flaws are born from a construction event – not only in new construction but remodels and simple equipment replacements as well. The prevalence of quality in all building types: big and small, simple and complex, commercial and residential; is on the rise. Retail, restaurant, office, grocery, lodging, education, warehouse, data center, healthcare…none are immune.

As a result, we have buildings with:

  • Unhealthy and uncomfortable indoor environments’
  • High energy use
  • Soaring repair and maintenance costs

Cause of Poor Construction Quality

I observed four key root causes of poor construction quality:

  1. Pressure on time and money – As a society, we want things faster and cheaper, and buildings are no exception. This constricts construction teams, forcing errors and cut corners. Important design elements are ignored or intentionally removed from scopes of work.
  2. Scarcity of skilled labor – The skilled labor shortage is a national challenge and is worsening. Because of this, people are installing building systems without proper training and experience. Even when intentions are good, mistakes happen.
  3. Lack of integrity – Sadly, personal character and ethics are undervalued by many. Frequently I see contractor reports claiming tasks were complete but, upon inspections, were found incomplete. Some common examples are, a construction checklist indicating the presence of important equipment accessories that are missing, or a balance report showing airflow set to design while the necessary components are not installed. Much of the construction process is invisible to building owners and thus ripe for dishonesty.
  4. Absence of accountability – The vast majority of construction issues are being overlooked. When they are caught, they are not being pursued to a successful resolution. The problem is exacerbated for chain building owners trying to manage dozens, if not hundreds, of projects at once. They are unable to keep up, and their level of oversight diminishes.

Commissioning: How to Improve Construction Quality

So, what can be done? Give construction contractors more time and money to do their job and, though that may help, that doesn’t ensure success. The skilled labor shortage is a long-term problem and will not be solved any time soon. We can and should associate with those who have integrity, but we must verify that our trust in them is justified.

What can we do immediately? We can improve construction quality, provide accountability by auditing, and inspect the construction process. In other words, we can commission the building.

Independent commissioning agents work alongside the design and construction teams, objectively checking things along the way. However, they do not replace those teams or their responsibilities. The commissioning agents examine particular details of the building systems and determine how those systems work together. Experienced and diligent commissioning agents uncover construction deficiencies and work with the appropriate contractors to appropriately resolve issues.

Without accountability built into our construction processes, (AKA commissioning) the quality of buildings will only continue to worsen.

 

Melink offers commissioning services for all of your building’s life stages. Contact us to learn more.

Blue tinted aluminum HVAC ducts and vents in ceiling of a warehouse

To Own Is To Serve

Posted on by Lindsey Burbee

A Friendly Competition

In 2010, Melink started a friendly competition called the “Good to Great Awards”. This was inspired by Jim Collins’s book “Good to Great: Why Some Companies Make the Leap… and Others Don’t”.  The goal was to challenge employees to give their best, be innovative and make Melink a great company and sustain our goals year over year.  In typical Melink fashion, we had several employees rise to the challenge and set the tone for the next 10 years.

A Step Further

We knew this was good, but can we make this friendly competition great?  2012 began a new approach and we transitioned to a healthy competition that focused on delivering quality products and services and continuously looking for ways to improve.  Now we were asking for employees to take ownership and responsibility to support our vision, mission and values.  Over the next few years, great ideas were born:

 

  • Blowing Things Up
  • Insanely Great Service
  • Purpose with Passion
  • Sow to Grow
  • Act Like a Start Up
  • Attitude is Everything

Core Competencies

This year’s competition focuses on stewardship by an individual, team, or collective group displaying an example our newly defined core competencies and our values. Everything we do is built on Integrity, Service Excellence, and Innovation, and this past year we decided to take it a step further by adding six core competencies that we believe all of Melink employees should portray.

 

Melink Competition for Internal Success and Growth - Core Competencies

Nominating For Success

Just as we do every year, we have an abundance of nominations already. Our employees are proud to be able to acknowledge someone else’s hard work. Their drive makes Melink a better place, for our employees and for our customers. A sampling of the nominations we have received this year include:

 

  • “Not only does he ALWAYS do a fantastic job on all the projects he works on, he looks out for the development of the other technicians”

 

  • “The tech worked on a site and took the time to explain what he was working on to the onsite personnel. This was not unnoticed, Melink received a glowing thank you email from the GC.”

 

  • “She has been above and beyond nice to me. She helped me out when my car was in the shop by giving me a ride to and from work.”

 

  • “He has persevered through probably double the workload than he previously had. Every engineering need from the sales team was met, with timely, quality results.”

In February 2020, we will honor the winners at our annual company meeting.  It will be difficult to select a winner, but we know Melink will continue to strive for Greatness. This competition will help promote continual improvement.

The Cooperative Advantage

Posted on by Lindsey Burbee

The Solution…Cooperative Advantage

Articles and opinion pieces discussing Universities and Colleges alike seem to constantly be in the news and going viral on social media regarding the high costs to attend and the inevitable debt that most students incur. At the same time many employers have a high bar to even be considered for an entry level position. I can recall in the early days of my career applying for entry level roles with requirements like:

 

  • Bachelor’s degree in engineering or technology required – MBA preferred
  • 2 years of technical experience required – 3+ years preferred
  • Leadership experience required

With a high barrier for entry with high associated costs, how can employers and students or employees both win?

Several Universities have implemented a strategy, going back several decades, allowing for a win-win both for students and employers. What strategy? Cooperative education programs, or also known as: Co-ops. We like to call this the Cooperative Advantage; helping students and employers alike.

In 1906, the University of Cincinnati (OH) was the first to implement such a strategy. This strategy or Co-op program has evolved, and today is a requirement for many students depending upon the curriculum of their program or college. Students within The College of Engineering and Applied Science (CEAS) are required to have a minimum year of full-time paid experience as a part of the curriculum. Many students have even more full-time experience, with some having as much as two full years of paid full-time experience before graduation!

Other colleges such as Cornell University and Northeastern University have similar Co-op programs. These programs require students to partake in a professional experience.

At Melink Corporation, we regularly employee Engineering Co-op students. For nearly 5 years, we’ve had great success in developing future leaders in our program, meanwhile providing a boost to our day-to-day operations. Co-ops have delivered unexpected benefits such as keeping us all up to date with the latest trends, whether it be Crypto-Currency or Pokémon Go!

 Don’t just take it from me…

Current Melink Employee: “These students become key members that directly contribute to the team. They assist in many roles such as project management, estimating, sales efforts, and customer service.”

Current Melink Co-op Employee/Student: “This Co-op experience has reinforced the importance of communication and deadlines. My course material may not be easier afterwards, but how I learn, study, and work as a team will be.”

The Co-op experience allows students to get paid and learn more tangible/transferrable skills on-the-job. At the same time, employers have the opportunity to bring fresh perspectives to their team, receive some productivity, and groom potential future employees or even leaders of the company!

Co-op programs are a great solution to the cost of education and barriers for entry level roles. Over the last 5 years, Melink has had about 2 co-ops per year. Our more long-term success rate of hiring these students full time after graduation has been nearly 50%! I ask you, as a student or potential hiring employee to consider the positive impact a co-op program.

Buy Cheap, Buy Twice

Posted on by Lindsey Burbee

I’ve
been in my role, with Melink Corporation, as a Sales Engineer just over 1.5
years.  I want to ensure it’s understood
that I am certainly no expert in the “Construction World” but I do have
tangible experience.  This article’s
content is based on my first-hand experiences, real-world applications I’ve
dealt with and conversations I’ve had.
Thus, these opinions are largely subject to my own with some additional
input from outside articles and research.

 

My first week into this role was a mix of emotion, to say the last.  It was during this week that my manager (whom I see as an industry expert and mentor) expressed to me [something along the lines of], “Eric, you’re dealing with one of the toughest verticals Melink works within [New Construction].  I’ll be honest with you – you’re going to learn so much but you’re really going to have to learn to love frustration.”   Yes, you [reader] likely share my same sentiment – skepticism, surprise and curiosity; though, it didn’t take long to understand what he meant.  I was “christened” nearly the very first project I dealt with.  Long story short, despite our product being hard specified by the hired designing Mechanical Engineer, our product was ultimately “value engineered*” for a cheaper alternative.  Echoing my feelings earlier, I was surprised, curious and frustrated.  I became aware of the “Achilles heel” of the New Construction world – the bidding process (which is influenced by cost).  Cost is, and always has been, the deciding factor in mostly all aspects of a new build project.  It makes sense, until you dig deeper.

Everyone
is guilty.  Even the product
manufacturers should hold themselves accountable in this regard; they/we are
just trying to play the ‘game’ and stay in business.  In his article, “People Are Cost-Driven with
Kitchen Equipment but There’s an Adage of Buy Cheap, Buy Twice”, Andrew Seymour
interviewed a chef by the name of Hayden Groves.  Mr. Groves is quoted as saying some buyers
are too “Excel spreadsheet-driven” and end up trying to shave off costs when it
might not be the right move for the business.
First hand, I’ve seen this happen, as explained earlier.  Our controls can often be eliminated for a cheaper
alternative that cannot do the same thing, thus cannot produce the same results
as our technology.  This decision is
often made without any discussion or pragmatic decision process.  Who makes this decision?  Ultimately, it should be the owner or
whomever holds the checkbook and it often is; in this case, I understand.  The owner can do what he/she wants to
do.  Unfortunately, often it’s a ‘bidder’
who is trying to win the project by competing solely on cost.  Again, I want to reiterate that this doesn’t
happen every time, but it does happen way more than it should.  Yes, I am saying that if a trusted designer
hypothetically specifies a Rolls-Royces then you’ll likely see most bidders
price out a Toyota Camry (Toyota’s are great vehicles – I own one!).  Yes, they both have engines and four wheels,
but they are uniquely different and have glaringly different features,
components and thus, different values.
Without going down this rabbit hole, I’ll just say it’s the principle of
the matter…that matters.   Attending an
industry conference this past week, I had the chance to sit down with
consultants and manufacturers.  This
exact discussion was brought to the table as a point of frustration for the
consultants.  They share my frustration!  This is a broken process and research support
this argument.  Consulting-Specifying
Engineers recent publication (www.csemag.com), provided the top
10 HVAC systems and BAS challenges.  The
top challenge, comprising 79% of respondents, is the inadequate budget for a
good design. Conversely, this same research shows that 96% of specifying
engineers can agree that product quality is paramount when comparing products,
above all else; these are the engineers that are hired for their expertise to
ultimately design and specify products to accompany the design, to meet an
owner’s and/or architects’ goals.  Yet,
here we are.  A battle between the desire
to specify based on quality but ultimately being sold on what is cheapest.

So,
how does a whole industry change?
Perhaps by “eating the elephant, one bite at a time” as they say.  One often overlooked and unquestioned factor
is that of aftermarket and post install support.  It’s imperative that we all make sure to
mention our product’s warranties and service/support on the front end of the
process, as the lack of either could potentially be a major headache on the
backend.  If I never mentioned Melink’s
warranties/service in my discussions, they would never get asked about; this is
shocking.  A 2016 McKinsey study proves
that service and support reign most important in terms of purchasing factors

 

2016 McKinsey Study – “How to Unlock Growth in the Largest Account.” 

Hayden
Groves, also harps on warranties/support.
He said, “You should look for manufacturers’ warranty too. If a
manufacturer gives you a minimum standard of a year but somebody else gives you
five years, that’s a huge belief in that piece of equipment”, says
Hayden.  Speaking of Rolls Royce…

“The quality is remembered long
after the price is forgotten.” – Sir Henry Royce of Rolls Royce

*Value
Engineering = “Cost Cutting”

CITATIONS

 

  1. Pelliccione, Amanda. “2019 HVAC &
    Building Automation Systems Study.” Www.csemag.com , Equal Opportunity Publications, Inc,
    16 Jan. 2019, bt.e-ditionsbyfry.com/publication/?i=559857.

 

Melink HQ2 – Our Zero Energy Vision & Strategic Plan

Posted on by Lindsey Burbee

Melink’s second headquarters in Milford, Ohio will be one of the greenest buildings in the world.  Not only will it double the office and manufacturing space of our current 30,000 square-feet facility, it will serve as a model on how to design and construct affordable zero-energy buildings (ZEB) of the future.  Why is this so important?

Commercial buildings and homes consume over 60% of the energy in the U.S., and therefore, represent a majority of our country’s carbon footprint.  Though the building industry is on a path to achieve zero-energy on all new construction by the year 2030, it will be very difficult to convert the millions of existing buildings to zero-energy before 2050.

Unfortunately, because of global climate change, we may not be able to wait that long.  We need cost-effective solutions now.  The 17 hottest years on record have occurred over the last 18 years and the trend is getting worse over time.  Climate disasters from floods to fires are becoming more frequent and severe as a result.  In fact, more and more scientists are saying this could become an existential threat.

Yes, solar and wind power have gone mainstream over the last 10 years and that is good news.  And many utilities, businesses, schools, and government entities are starting to jump on the bandwagon.  But renewable energy still only makes up about 20% of our country’s energy mix.  Coal, natural gas, oil, and nuclear make up the rest.  We need to go from 20% to 80% renewables within the next 10-20 years.

One way to speed adoption is not wait for fickle governments and regulated utilities to solve this problem.  It’s time for the business sector to lead and create the clean energy economy of the 21st Century.  This means small, medium, and large companies like ours need to start making the necessary investments now.  Together, we can and must wean ourselves from dirty fossil fuels.

To be clear, this is not just about protecting the environment.  It’s about saving our planet and life as we know it.  It’s about investing in our security, health, and economy.  Who doesn’t want to be safe from more natural disasters in the future?  Who doesn’t want to be secure from flooding coastlines and mass human migration?  And who doesn’t want more jobs and long-term economic growth?

Therefore, this epic problem should also be viewed as a tremendous opportunity for humankind to finally work together on something that is bigger than any one person, political party, or country.  We can either smartly invest trillions of dollars now … or stupidly pay hundreds of trillions and likely lose millions of lives later.  We all know what our children and grandchildren would say.    

What does this have to do with our HQ2?  Everything.  Our new buidling will not be just another green project to say we ‘walk the talk’ at Melink.  Our building will be about showing architects, engineers, and contractors how to design and construct affordable zero-energy buildings of the future.  In other words, it will be about helping revolutionize the building industry for the 21st Century.

How will we accomplish this?

We are going to show that one can invest a small premium of 15-20% over and above a conventional, code-compliant building, and make it zero-energy.  The message being: If Melink can do it, so can everyone else across the country.  I believe developers, architects, and engineers from across the land will want to see and hear how we did this.  I believe our customers will want to see and hear how we did this.  The return on investment will be too good for them not to.

How is this different than HQ1? 

We invested a slightly larger premium of 25% over and above a conventional, code-compliant building.  We also made these investments to an existing building – slowly over time as we could afford them.  This project will show we can do it for an even lower premium if we smartly design the building and take advantage of the most recent innovations.

Features will include several of the best ones we incorporated here in our HQ1.  For example, we will have an even more highly-insulated envelope; we will have the next generation of window and door systems; and we will have a larger solar canopy over the parking lot.

While we can’t share too many details at this time because of the proprietary nature of our innovations, we promise we will push the envelope in ways that will make HQ2 one of the most innovative green buildings on the planet. More details will be provided in the near future.

And we will have many other features that won’t necessarily pertain to energy, but will make the building more comfortable and inspiring.  For example, we will have more open work spaces, more windows and skylights, and a green wall or water feature.  And we will have a museum center to educate visitors on the history of HVAC because to see the future you have to know the past.  Last, we will have a spirit wear shop to reward customers with gifts to memorialize their visit. 

Timewise, the building will be completed by the end of this year and we plan to hold a grand opening in June 2020 where we can publicize our initial findings from our building.

How are we going to pay for HQ2? 

I am taking advantage of what is called a PACE loan to invest in the energy efficiency and renewable energy features of our new building.  In essence the capital is provided upfront and paid back over 25-30 years through an assessment on the property taxes.  This is a great financing tool that we also want to share with the world.

In conclusion, if we’re not part of the solution, who and what are we?  As experts in the building industry, if we don’t help raise the bar, who will and when?  We’re certainly not going to rest on past laurels and let the world pass us by.  We’re going to lead and make a difference.  

PACE Helps Fund Melink HQ2

Posted on by Lindsey Burbee

Word is spreading that we have started construction on one of the greenest buildings in the U.S.  Melink HQ2 will not only expand our corporate campus for future growth, it will also serve as a model for how to design and construct Zero-Energy Buildings.

What is lesser known is how this project is being financed.  Yes, traditional equity and debt will pay for 80% of this $5 million project.  There is no getting around the fact that concrete, steel, and glass costs money and plenty of it.

But the other 20% of this project will be financed by PACE – which stands for Property Accessed Clean Energy.  This is a smart way to fund energy efficiency and renewable energy improvements that might otherwise get axed from consideration because of budget constraints.

Basically, PACE financing is a long-term loan that gets paid over the long term by the energy savings of the above stated improvements.  However, rather than calling it debt, it is recognized as a property tax assessment based on the increased value of the improvements.

In this example, Melink will be able to make $1 million worth of energy efficiency and renewable energy improvements and pay for them gradually over the next 30 years through an assessment on our property taxes.  In other words, the energy savings will cash-flow the incremental value.

This is important for the building industry to understand, including developers, architects, and construction firms.  The reason is, investing up to 20% on energy improvements can make the difference between a zero-energy building and an energy hog that cripples your business.

There is no personal guarantee required and no additional debt on your balance sheet.  You get a fixed rate with fixed payments that can be passed onto your tenants through a triple-net lease.

Moreover, it allows you as the building owner and/or tenant to market your sustainability mindset and accomplishments.  And with growing pressure from customers and employees to be part of the solution, there is no excuse for not doing the right thing.

For our project, Ohio PACE and CenterBank have been indispensable partners to making this financing possible for us.  In your state, it might be someone else.  Either way, if your clients don’t know about this financing tool, you need to educate them on it.

Leading by example is one of the most important things we can do.  And with PACE financing, we hope to show countless other building owners and professionals that zero energy buildings are not only proven and practical, but also profitable.  Today.

Headquarters 2.0

Posted on by Lindsey Burbee

Another major step on our sustainability journey will be the design and construction of a second headquarters in 2018 and 2019. As Melink continues to grow, we will need more office and warehouse space than our first building can provide.

Fortunately, we have the land next to our current HQ1 in which to build HQ2. It will be of a similar size and layout – with the courtyard facing our current building. And like our first building, it will be super-green. Except our second building will take green to a whole new level!

In addition to it serving our future workplace needs, it will serve as a model Zero-Energy Building (ZEB) for architects, engineers, and contractors to learn ZEB best practices. The goal will be to show a cost-benefit analysis that will make other building owners want to emulate and mainstream ZEB.

A growing segment of the building industry is calling for all new buildings to be Zero-Energy Building by the year 2030. We want to show that this can be easily achieved, 10 years ahead of schedule, with a relatively simple design strategy.

Since the largest energy loads in most commercial buildings are lighting, HVAC, and hot water, we will focus on showing how these can be minimized – and offset by a slightly greater amount of solar PV electric generation. Nothing new, except HQ2 will do this better than HQ1.

But the main innovation will be around our super-hybrid geothermal HVAC system. Don’t worry, we’ll figure out a cool brand name for it. The point is, this new system will help advance the energy savings of geothermal without the high cost normally associated with it.

If you think we have received lots of regional and national attention with HQ1, wait until you see what happens with HQ2. Through countless tours and presentations, we will influence thousands of additional building professionals and continue building a green brand unlike any company.

By the way, if any of you would like to work in this new super, high-tech, and beautiful workplace, you better get an electric car first. Because only EVs will be permitted to drive and park on its new green parking lot of the future.

The Melink Energy Revolution is just beginning…

Cultural Rules and the Global Economy

Posted on by Lindsey Burbee

Between Milford, Ohio and Barcelona, Spain we have thousands of miles for you, kilometers for me, gallons of salted water for you, liters for me, pounds of earth for you and kilograms for me…

We have different ways to talk about the same thing, but sometimes for different things we try to use the same way, what is a common mistake…

In terms of business, like the stone falling on the water, any new project will have an infinite number of concentric circles. The stone can be bigger or smaller, but always will generate a wave, big or small as well.

We will always face a person, with a better or worst day, with more or less problems, at home or at work, it doesn’t matter, with a culture, an education, inside of an organization, with a culture and an education, sometimes with people above, sometimes under, sometimes both, in a county of a region in a state of a country integrated with the economy of 28 other countries, with special regulations at different levels, different languages, different cultures…

Too complicated to be true? This is every single day of a sales in a global economy. Sometimes with more or less circles around each project, but this is the cruel reality nonetheless.

In this scenario, it becomes fully necessary having an internal decoder, armed with miles of knowledge, gallons of passion and pounds of personal skills, but also kilometers experience, liters of patients and kilograms of attitude.

How do you face this? It is easy, we build a rules structure trying include what we consider is “general” or “normal”. With these rules we don’t need to think about processes (internal or external) and we can be focused on what it is important: making a global impact.

But what happens when it is out of what we consider “normal” in our home culture, but acceptable in others? Here is when we need to show how flexible we are. It must not be a drama. This is life, different people thinking different. However, it’s important to keep the mission in mind and work towards a common good for ourselves, fellow man, and planet.

Being flexible is not meaning breaking the rules, because within these rules there are some red lines we must never cross in any culture, but we need to adapt ourselves to the situation. If we just can see the shadow of a tree is covering us, we will never be able to see the forest. We need to balance our flexibility with the opportunity cost and the risk it supposes.

So, if you know the rules, because they are yours, and within these rules exist the red lines, it is just about how flexible you are to get the job completed. And everyone has their own way, their own flexibility. There is no miraculous recipe, just training your own flexibility to convince the Polish mechanical contractor and the French end-user with different arguments to be a collective success, because they have diametrically opposed interests for the same product or solution.

To be truly global, you must be global in your thoughts and open to cultural norms wherever you may go.

Be Curious

Posted on by Lindsey Burbee

The older I get and the more people I meet, the more it is confirmed in my mind that curiosity is a highly desirable trait.  Curiosity is a simple recipe for improving intelligence, persevering through hard times, and achieving meaningful goals.  Without curiosity, one is too easily content to settle for the status quo and not grow – personally or professionally.

A couple years ago, an executive friend shared with me that his Fortune 500 company specifically tests for curiosity when recruiting new talent.  The idea is, candidates who demonstrate curiosity are more likely to improve their education, training, and leadership ability.  They never stop reading and asking questions; and become more effective in their line of work as a result.

Of course, being curious is also a great way to build personal friendships and working relationships.  Have you ever met someone who loves to talk about themselves and their weekend, but never turn things around and ask about your kids or whatever?  I would bet they are not on your list of favorite people.  Curious people are naturally more understanding and fun to be with.

Curiosity is getting more attention and research all the time. The most recent issue of Harvard Business Review has made it a feature article as well.  According to HBR, curiosity can improve a firm’s adaptability and performance.

Additionally, this same article posits that curiosity leads to fewer decision-making errors.  A deeper level of analysis and number of options come from asking more questions.  Curiosity also reduces group conflict and leads to more open communication.  And it can mean viewing problems more creatively – with less stress.

Some people assume that asking questions in a meeting shows a lack of understanding, or that they are not as smart as other people in the room.  But the opposite is true.  Asking questions shows you are engaged, that you want to learn, and you care about the end-result.  Don’t be a bump-on-the-log that just attends but does not participate in meetings.  This is a waste of company time.

So be curious!  Every day, with every person, and in every challenge.  Experience the joy of finding new pathways to better relationships and success.  In fact, how can we live our core value of innovation at Melink – without being curious?

Meet Bryan Evenson, Sr. Development Engineer

Posted on by Lindsey Burbee

Business Unit and Job Title

I am a Senior Development Engineer in the Product Development group.

What does your job entail?

When I started at Melink, my job was highly focused on embedded software development for Intelli-Hood.  In short, planning and designing how the Intelli-Hood system should operate and writing all the code for the system.  I was also directing the contracted hardware engineer to ensure the electrical hardware met the needs of the Intelli-Hood system.

Today my job is similar, except I’m no longer purely dedicated to Intelli-Hood.  Now that we have Evan Risley as an employee, we’re doing our hardware designs in-house instead of hiring a contractor.

What did you do before coming to Melink?

I worked for about nine years as an embedded software engineer for a military contractor in the Cincinnati area.  It was a great opportunity to work on some very interesting projects.  Unfortunately, the company shut down due to an acquisition, which led me to finding an opportunity here at Melink.

What is your favorite aspect of working at Melink?

My favorite aspect is the freedom I have in my job at Melink.  This is especially apparent to me when I compare my work life at Melink to my last job.

What do you like to do in your time off?

For some reason I seem to enjoy hobbies that take a long time and has an unknown outcome.  I do a little home gardening.  I don’t yield much for vegetables from my garden, but I’d say most of the worth is in teaching my kids that vegetables come from the ground and not the supermarket.

I’ve also enjoy homebrewing, which is a fantastic hobby in which you can get as technical as you want to get.  I think I’ve learned more about water chemistry through homebrewing than I did through either my high school or college chemistry classes.